BA 101 Production and Operations Flashcards

Practice flashcards covering core production, operations management, supply chain, and facility planning concepts from BA 101 Class 7.

Production

Creating goods using land, labor, materials, capital, entrepreneurship, and knowledge.

Production management

Activities managers perform to help a firm create goods.

Operations management

Managing the transformation of resources into goods and services; includes scheduling, inventory, quality, and follow-up.

Main takeaway of operations

Products are created and distributed through many connected processes and suppliers.

Operations management goals

Meet customer demand with high-quality products, efficient processes, fewer delays, and lower costs.

Inputs to production

Land, labor, materials, capital, entrepreneurship, and knowledge.

Production control steps

Planning, routing, scheduling, dispatching, and follow-up.

Outputs of operations

Goods, services, and ideas.

Process manufacturing

Physically or chemically changing materials; example: shaping plastic using heat and pressure.

Process manufacturing example

Shaping plastic using heat and pressure.

Assembly process

Putting separate components together; example: assembling parts into a hot tub.

Assembly process example

Assembling parts into a hot tub.

Continuous production

Long runs producing goods over time; example: a beverage bottling line.

Continuous production example

A beverage bottling line.

Intermittent production

Short runs with frequent machine adjustments to make different products.

Supply chain

Connected suppliers, production sites, transport, and distribution steps that move materials and products.

Hot tub case: parts

The lecture example uses about 1,850 parts sourced across 7 countries and 14 states.

Hot tub case: transport

Parts arrive by container ship, truck, and train; delays at any stage can affect production.

Supply-chain bottleneck

A shortage or delay at one stage that slows the rest of production or delivery.

CAD (Computer-Aided Design)

Computer software used to design products, including accurate 2D and 3D drawings.

CAM (Computer-Aided Manufacturing)

Computers used to control or support the manufacturing of products.

CAD versus CAM

CAD designs the product; CAM helps manufacture it.

CIM (Computer-Integrated Manufacturing)

Integrates CAD and CAM; costly but can sharply reduce machine-programming time.

Flexible manufacturing

Machines can switch tasks or make different products with relatively quick adjustments.

Mass customization

Making products at scale while tailoring selected features to individual customers.

Mass customization example

Customers customize shoe colors or features while the underlying shoe design stays standardized.

Robotics benefits

Can operate around the clock, perform repetitive work, lower labor costs, and improve consistency.

Sensors in manufacturing

Detect production problems quickly so changes can be made.

Nanomanufacturing

Manipulating materials at the molecular level.

Facility location

Choosing where operations occur; costs, labor, suppliers, and logistics matter.

Outsourcing

Using outside companies to perform work or supply goods or services.

Remote work

Performing work away from the workplace using computers and communication technology.

Facility layout

Physical arrangement of workers, equipment, and resources for efficient production or service.

Assembly-line layout

Workers or stations each perform a small number of repeated tasks as products move along.

Modular layout

Teams or work cells produce more complex units of the final product.

Fixed-position layout

The product stays in one place while workers and equipment come to it.

Fixed-position example

Building an aircraft or a large ship where moving the product is difficult.

Purchasing

Finding high-quality materials and suppliers and negotiating favorable prices.

Inventory control

Managing how much material or stock is held and when to replenish it.

JIT (Just-in-Time inventory)

Keeping minimal inventory and receiving parts right when needed for production.

JIT requirement

Excellent supplier coordination and reliable delivery timing.

JIT risk

A delayed shipment can halt production because little backup inventory is stored.

ERP (Enterprise Resource Planning)

Integrated software for coordinating business information and resources across departments.

Materials requirements planning

Determining what materials are needed, how much, and when for planned production.

Quality control

Ensuring products consistently meet customer needs and reducing errors.

Six Sigma quality

A quality benchmark of 3.4 defects per million opportunities.

Lean manufacturing

Producing with fewer resources and less waste while maintaining customer value.

Lean manufacturing examples

Less inventory, less floor space, less effort, and fewer defects than traditional mass production.

PERT (Program Evaluation and Review Technique)

Plans project tasks and estimates completion time.

PERT steps

List and sequence tasks; estimate task times; draw network; identify critical path.

Critical path

Longest sequence of dependent tasks; determines shortest possible project completion time.

Gantt chart

Bar chart showing project tasks, timelines, and completion progress.

PERT versus Gantt

PERT emphasizes dependencies and critical path; Gantt shows tasks on a timeline.

Mike's Bikes: competitor analysis

Compare competitors and consider how pricing, marketing, and other choices affect results.

Mike's Bikes: market research

Use research on awareness, price, and customer preferences to guide decisions.

Mike's Bikes: retail price

Price affects demand, revenue per bike, and competitiveness; a low price may boost unit demand.

Mike's Bikes: sales forecast

Estimate units likely to sell before deciding production and inventory.

Mike's Bikes: advertising

Allocate budget among channels such as social media and search based on target customers.

Mike's Bikes: shareholder value

Aim to improve business performance and value for shareholders over time.

Mike's Bikes: inventory planning

Compare projected demand with existing stock to avoid overproduction or shortages.

Supplier oversight

Operations managers purchase parts, supervise suppliers, and try to prevent delays.

Efficiency in operations

Improving processes can reduce production cost while preserving customer experience.

Scenario: factory shapes raw plastic

Process manufacturing: the material is physically changed.

Scenario: factory joins finished parts

Assembly process: separate components are put together.

Scenario: custom orders in short batches

Intermittent production: short runs and frequent adjustments.

Scenario: identical bottles all day

Continuous production: long runs of the same product.

Scenario: workers travel to a large product

Fixed-position layout: the product remains stationary.

Scenario: parts arrive just before assembly

JIT inventory: minimal stored inventory and precise deliveries.

Scenario: a project has dependent tasks

Use PERT (Program Evaluation and Review Technique) to identify sequencing and the critical path.

Scenario: track project progress by date

Use a Gantt chart to see task schedules and completion.